| 1. |
|
|
| 2. |
- Achtenhagen, Leona, et al.
(författare)
-
Growth strategies in medium-sized companies - Beyond the dichotomy of organic versus acquired growth
- 2016
-
Konferensbidrag (refereegranskat)abstract
- Current research commonly investigates two different growth strategies, organic growth and growth by acquisitions. Studies on acquisition-based growth typically draw on cross-sectional quantitative studies of large US-based firms, treating all types of acquisitions as one mode. Our study takes a different approach, and explores different growth strategies of a smaller sample of medium-sized companies drawing on a longitudinal, qualitative design. This research design allows us to identify eight different growth modes. Thereby, we illustrate that dynamic growth processes in medium-sized firms are much more diverse and complex than commonly assumed.
|
|
| 3. |
|
|
| 4. |
- Achtenhagen, Leona, et al.
(författare)
-
Patterns of dynamic growth in medium-sized companies : beyond the dichotomy of organic versus acquired growth
- 2017
-
Ingår i: Long range planning. - : Elsevier. - 0024-6301 .- 1873-1872. ; 50:4, s. 457-471
-
Tidskriftsartikel (refereegranskat)abstract
- Current research commonly investigates two different growth modes, organic growth and growth by acquisitions. Studies on acquisition-based growth typically draw on cross-sectional quantitative studies of large firms that treat all acquisitions the same. Our study takes a different approach, and explores different growth modes of a smaller sample of medium-sized companies drawing on a longitudinal, qualitative case-study design. This research design allows us to identify eight different growth modes that companies combine in unique ways over time. Thereby, we illustrate that patterns of dynamic growth in medium-sized firms are much more diverse and complex than commonly assumed.
|
|
| 5. |
- Anisimova, Tatiana, et al.
(författare)
-
Creating competitive brand advantage via connecting and disconnecting historical epochs through heritage brands
- 2018
-
Ingår i: 2018 Global Marketing Conference at Tokyo Proceedings. - : Global Marketing Conference. ; , s. 1258-1260
-
Konferensbidrag (refereegranskat)abstract
- In times of rapid technological change and increasing global competition, the brand constitutes one of the few resources to ensure sustainable competitive advantage (Lindemann, 2003). An important brand attribute companies need to build and communicate to consumers is brand authenticity. The technological and economic dynamics of our modern times can have destabilizing social consequences, particularly during the uncertainty caused by economic or political crises – which robs individuals of their need for stability and continuity. In these times, the human desire for authenticity may be especially strong (Turner & Manning, 1988). But what drives the authenticity of a brand? Recent research has identified brand heritage, that is, a company’s active use of its past and legacy, as beneficial for achieving competitive advantage (Urde, Greyser, & Balmer, 2007; Balmer, 2009).
|
|
| 6. |
- Blombäck, Anna, et al.
(författare)
-
Identifying the Role of Heritage Communication : A Stakeholder-Function Framework
- 2016
-
Ingår i: International Studies of Management and Organization. - : Taylor & Francis. - 0020-8825 .- 1558-0911. ; 46:4, s. 256-268
-
Tidskriftsartikel (refereegranskat)abstract
- This article uses the case of family business to distinguish the range of potential aims and outcomes of corporate heritage communication. In family businesses, the challenges of heritage communication are particularly salient as the past of the firm is simultaneously that of the controlling family. Based on a study of 55 websites of Swedish and German family-owned firms, we classify aims and outcomes of heritage communication with reference to different stakeholders. Our findings elucidate the need to consider various stakeholders when planning heritage communications, and the value of such communication for different corporate functions, such as marketing, management and governance. To aid decision-making we offer a framework to map aims and stakeholders of heritage communication related to a company’s functions.
|
|
| 7. |
|
|
| 8. |
- Boers, Börje, 1975-, et al.
(författare)
-
Ceasing to communicate public family firm identity : the decoupling of internally experienced and externally communicated identities
- 2024
-
Ingår i: Journal of Family Business Management. - : Emerald Group Publishing Limited. - 2043-6238 .- 2043-6246. ; 14:1, s. 199-224
-
Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this study is to explore how the family firm identity is affected when it is no longer publicly communicated. Design/methodology/approach: A case study approach was used to follow a third-generation family business, a large Swedish home electronics firm that acquired a competitor and, initially, continued using its family firm identity after the acquisition. This study longitudinally tracks the company and its owning family using archival data combined with interviews. Findings: The case company decided to stop communicating their identity as a family business. Such a move initially appears counterintuitive, since it potentially threatens the family firm identity and leads the firm to forgo other advantages, e.g. in branding. However, the decision was based on arguments that were rational from a business perspective, leading to a decoupling of family and firm identity. Originality/value: This study contributes to the literature by showing a decoupling of internally experienced and externally communicated identities. It further contributes to the understanding of the family firm identity concept.
|
|
| 9. |
- Boers, Börje, 1975-, et al.
(författare)
-
Dropping family heritage while staying a family business
- 2018
-
Konferensbidrag (refereegranskat)abstract
- Purpose: The purpose of the paper is to explore the consequences for family businesses and the owning families, when the owners decide to give up the family connection in the name of the business. In family firms, the owner family is often very openly and visibly connected to the firm. This close interconnectedness of family and business is often seen as source for both strength and weaknesses of family businesses (Brunninge, 2017; Tagiuri & Davis, 1996).Moreover, recent research has identified the past as a source for value (Balmer, 2011; Urde, Greyser & Balmer, 2007). Even family firms can draw on their history, developing their heritage (Blombäck & Brunninge, 2013). Connecting family heritage to the heritage of the firm involves opportunities from a branding perspective, but it also includes risk as the family and its members are exposed to more attention from external audiences (Brunninge, 2017).Therefore, an interesting question arises, concerning what happens when a business gives up branding itself as a family business. How is identity affected, when the family brand is replaced by a brand not alluding to family ownership? To what extent does this imply that the ties with the firm’s and the family’s heritage are cut?Design/Methodology/Approach: This study follows a case study approach. The focal company is a third generation family business, started in 1951. The company acquired another firm in 2011. In 2016, the owners decided to give up the traditional family brand and only use the brand of the acquired firm for their operations. The case study draws on interviews with representatives of both companies as well as archival study of both.Findings: The data collection for the study is still in progress. We expect the findings to show to what extent elements of family heritage and corporate heritage survive the decision to give up the family name in a family business and how members of the owning familyPractical implications: Family businesses stand for the majority of companies in the industrialized world. Connecting family heritage and corporate heritage implies opportunities as well as risks. The paper sheds light on issues that family business owners need to be aware of when deciding about connecting or disconnecting the heritage of the family and that of the firm.Originality/value: Family business research with connections to marketing, branding or more specifically corporate heritage topics is still scarce. Our paper contributes to family business research by showing how connections of corporate and family heritage can be managed and what dropping the family connection in the name implies for the opportunities to leverage corporate and/or family heritage.
|
|
| 10. |
|
|
